Dev ops foundation v3 candidate handout(1)

Licensed For Use Only By: Deepa Antony deepaantony@knowledgehut.com Nov 7 20
DevOps Foundation
Learner Manual
IMPORTANT: This is copyrighted material and access is authorized for the sole use of a single
candidate to undertake personal training in this subject. Improper use of this document may result
in legal action.
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DevOps Foundation
Table of Contents
Course Introduction ........................................................................................... 1
Module 1 – Exploring DevOps .......................................................................... 7
Module 2 - Core DevOps Principles ............................................................. 49
Module 3 – Key DevOps Practices.................................................................. 67
Module 4 – Business & Technology Frameworks ......................................... 86
Module 5 – Culture, Behaviors & Operating Models................................. 118
Module 6- Automation and Architecting DevOps Toolchains................... 143
Module 7 – Measurement, Metrics & Reporting .......................................`169
Module 8 – Sharing, Shadowing & Evolving............................................... 183
DevOps Foundation Examination Requirements ....................................... 219
Sample Examination and Answer Key......................................................... 223
Value Added Resources ................................................................................ 234
DevOps Glossary............................................................................................. 247
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© DevOps Institute unless otherwise stated© DevOps Institute unless otherwise stated
DEVOPS FOUNDATION
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© DevOps Institute unless otherwise stated
Tell Us a Little About Yourself
Please let us know who you are:
– Name, organization and role
– DevOps/Agile/Lean/ITSM experience
– Why you are attending this course
– What you expect to learn
What is your definition or perception of DevOps?
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DevOps Foundation Course Goals
• Learn about DevOps
• Understand its core vocabulary,
principles, practices and
automation
• Hear and share real life
scenarios
• Earn 16 PDUs (if applicable)
• Have fun!
Pass the DevOps Foundation Exam
• 40 multiple choice questions
• 60 minutes – 75 for English as a
Second Language (ESOL) learners
• 65% is passing
• Accredited by DevOps Institute
• Get your digital badge
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About Bloom’s Taxonomy
Bloom’s Taxonomy is used to categorize learning objectives and,
from there, assess learning achievements.
1. Knowledge1. Knowledge
2. Comprehension2. Comprehension
3. Application3. Application
4. Analysis4. Analysis
5. Synthesis5. Synthesis
6. Evaluation6. Evaluation
DevOps
Foundation
DevOps
Foundation
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About DevOps Institute
The DevOps Institute (DOI) is the Continuous Learning
Community for emerging DevOps practices.
DevOps Institute’s vision is to facilitate a community
where learning is a lifestyle and members have access
to the most innovative, inspirational and
transformational DevOps content, courses and
certifications. We strive to provide content that
inspires discussion, collaboration and transformation.
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DevOps Foundation Course Content
Day 1 Day 2
Hello! Course & Class Welcome Warming Up Game
Module 1 Exploring DevOps Module 5 Culture, Behaviors and Operating Models
Module 2 Core DevOps Principles Module 6 Automation & Architecting DevOps
Toolchains
Module 3 Key DevOps Practices Module 7 Measurement, Metrics & Reporting
Module 4 Business and Technology Frameworks Module 8 Sharing, Shadowing & Evolving
Sample Examination Review Examination Time
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© DevOps Institute unless otherwise stated 7
MODULE 1
Exploring DevOps
MODULE 1
Exploring DevOps
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Module 1: Exploring DevOps
8
• Defining DevOps
• Why Does DevOps Matter
• The Business Perspective
• The IT Perspective
Component Module 1 Content
Video A Short History of DevOps with
Damon Edwards
Case Story ING Bank, Netherlands
Discussion DevOps Myths versus Realities
Exercise Your Organizational Why
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Defining DevOpsDefining DevOps
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The DevOps Collective Body of Knowledge
– Publications
– Conferences
– MeetUp groups
– Slack channels
– LinkedIn groups
– Videos and webinars
– Blogs and articles
– Case studies
– Awards
– Subject matter expertise
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The DevOps Institute actively researches and influences
emerging DevOps practices in order to create meaningful
training and certification.
True to its core values, DevOps is emerging through a shared and collective body of
knowledge (CBok) including:
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The DevOps Collective Body of Knowledge (2)
11
The DevOps Institute actively researches and influences emerging DevOps practices
in order to create meaningful training and certification.
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A Short History of DevOps
12
The Short History of DevOps
with Damon Edwards (11:47)
The Short History of DevOps
with Damon Edwards (11:47)
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What is DevOps?
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“Imagine a world where product owners,
Development, QA, IT Operations and
Infosec work together, not only to help
each other, but also to ensure that the
overall organization succeeds. By working
towards a common goal, they enable the
fast flow of planned work into production,
while achieving world-class stability,
reliability, availability and security.”
“Imagine a world where product owners,
Development, QA, IT Operations and
Infosec work together, not only to help
each other, but also to ensure that the
overall organization succeeds. By working
towards a common goal, they enable the
fast flow of planned work into production,
while achieving world-class stability,
reliability, availability and security.”
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“DevOps, in a sense, is about
setting up a value delivery
factory – a streamlined, waste-
free pipeline through which
value can be delivered to the
business with a predictably fast
cycle time.”
Mark Schwartz
‘The Art of Business Value’
“DevOps, in a sense, is about
setting up a value delivery
factory – a streamlined, waste-
free pipeline through which
value can be delivered to the
business with a predictably fast
cycle time.”
Mark Schwartz
‘The Art of Business Value’
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• A title
• A separate team
• A tool
• Only culture
• Only automation
• Anarchy
• A one size fits all strategy
DevOps is coming to life
through emerging practices
that are delivering real value
in real organizations.
http://devops.com/2016/03/17/what-devops-is-not/
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Why DevOps is Important Now
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• Enterprises have young, nimble start-up competitors
• Agile software development and cloud infrastructure is
increasing
• IT can no longer operate in a silo culture
• More organizations are migrating to the cloud
• Consumers have “app” mentalities and expectations
• There is more data available to the business
• Time to value must accelerate
To meet these changing conditions, IT must adapt its culture, practices and
automation to be more “continuous”.
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What Makes DevOps So Unique?
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• Is it better than Scrum for improving the workflow of developers?
• Is it better than cybersecurity practices?
• Is it better than Lean in keeping IT more efficient?
• Is it better than ITIL® for service management?
• Is it better than Organizational Change Management for culture?
• Is it better than tools, technologies and automation?
ITIL® is a registered trade mark of AXELOS Limited.
Each of these frameworks and approaches have delivered some degree of
benefit but none have delivered full end-to-end IT improvement.
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DevOps Applies Systems Thinking Across the Entire IT Spectrum
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CultureCultureCulture
ITSM
Agile
People
Automation
Process
Value Stream
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IT is a System of Systems
Test
Code and Commit
Continuous
Integration
Change
Build and Configure
Release
Configuration
Capacity
Availability
Continuity
Security
Stage
Release
Change
Knowledge
Event
SLM
Incident
Problem
Knowledge
SLM
Event
Continuous
Delivery/Deployment
Service
Operation
Value Stream
Organizational agility
only occurs when
processes and
automation are aligned. Service
Strategy Service Design
Service Transition
Scrum
Site
Reliability
Engineering
Agile
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DISCUSSION
DevOps Myths versus
Realities
DISCUSSION
DevOps Myths versus
Realities
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DevOps Goals
• Smaller, more frequent releases
• Reduced effort and risks
• Reduced cost of product
iterations and delays
• A culture of communication and
collaboration
• Consistency and speed through
automation
Improvements in
– Time to market/value
– Integration with the business
– Responsiveness
– Code and deployment quality
– Productivity
– Visibility
– Agility
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DevOps Values
More than anything else,
DevOps is a cultural
movement based on
human and technical
interactions to improve
relationships and results.
22
ULTURE
UTOMATION
EASUREMENT
HARING
EAN
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Automation is an Essential Element
Automation enables agility, consistency, speed and reliability.
Shared decision-making, access to and an understanding of toolchains
and other automation streamlines software delivery and prepares Ops
for the long run.
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DevOps Stakeholders
Dev includes all the people involved in developing
software products and services including:
– Architects, business representatives, customers, product
managers, project managers, quality assurance (QA) testers
and analysts, suppliers, etc.
Ops includes all the people involved in delivering and
managing software products and services including:
– Information security professionals, systems engineers, system
administrators, IT operations engineers, release engineers, database
administrators (DBAs), network engineers, support professionals, suppliers,
etc.
24DevOps extends beyond software developers and IT operations.
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“You never change things by
fighting the existing reality.
To change something, build a
new model which makes the
existing model obsolete.”
Buckminster Fuller
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Why Does DevOps Matter?Why Does DevOps Matter?
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Our Cadence is Off
Historically…
The Business Dev Ops
Cadence – the flow or rhythm of events.
Waterfall Projects
X
X
X
X
X
X
Rigorous Processes
X
X
Innovation
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DevOps Improves IT’s Cadence and Velocity
…agile, lean and ITSM practices are also needed.
The Business Agile/Lean DevOps
Continuous Delivery
X
X
X
X
X
X
Winning through
Innovation
X X
X
X
X
XX
X
X
X
X
X
X
XX
X
X
X
XX
X
X
X X
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DevOps Improves Throughput AND Stability
According to the 2018 State of DevOps Report,
high-performing organizations have:
• 46 times more frequent code deployments
• 2555 times faster lead time from commit to
deploy
• 2604 times faster time to recover from incidents
• 7 times lower change failure rate
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“The Accelerate State of DevOps Report
is the largest and longest- running
research of its kind. It represents five
years of work surveying over 30,000
technical professionals worldwide. The
results allow us to better understand the
practices that lead to higher software
delivery performance that can generate
powerful business outcomes. ”
Teams that reported the least
transformative leaders were half as
likely to be high performers. (2017)
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Ron van Kemenade,
CIO
Ron van Kemenade,
CIO
“We wanted to establish a culture and environment where building, testing
and releasing software can happen rapidly, frequently and more reliably.
When beginning this journey we started with what matters most: people.
There was a beginning to this journey, but there will be no end. An end
would put a stop to the transformation, while in fact you always need to
make sure you keep getting better for the customer.”
“We wanted to establish a culture and environment where building, testing
and releasing software can happen rapidly, frequently and more reliably.
When beginning this journey we started with what matters most: people.
There was a beginning to this journey, but there will be no end. An end
would put a stop to the transformation, while in fact you always need to
make sure you keep getting better for the customer.”
Benefits
• Transformed from risk averse organization to agile powerhouse
• Improved time to market from 13 weeks to less than 1 week
• More automated processes
• A sharp reduction of handovers
• A collaborative performance culture
“IT has become
the beating
heart of the
bank.”
CASE STORY: ING Bank
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DevOps Adoption
GitLab 2018
Developer
Survey
• 65% of respondents say
‘DevOps is a tremendous time
saver’
• 81% of managers agree with
the above statement
• 29% plan to invest in DevOps
in 2018
• 23% say DevOps is their
development methodology
• Overall DevOps adoption
continued to rise from 74 to
78 percent with enterprises
reaching 84 percent
• 30 percent of enterprises
are adopting DevOps
company-wide, up from 21
percent in 2016
• 13% have implemented
• 50% have implemented and
are expanding
• 27% planning to implement (in
the next 12 months)
• 9% interested but no
immediate plans (in the next 12
months)
• 1% not interested
2017 State of the
Cloud Report
2018: The Year Of
Enterprise DevOps
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Damon Edwards
“The (completely achievable)
goal aligns IT goals with
business goals by removing
all of the bottlenecks,
inefficiencies, and risks
between a business idea (the
‘ah-ha!’) and a measurable
customer outcome (the ‘ka-
ching!’).”
“The (completely achievable)
goal aligns IT goals with
business goals by removing
all of the bottlenecks,
inefficiencies, and risks
between a business idea (the
‘ah-ha!’) and a measurable
customer outcome (the ‘ka-
ching!’).”
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The Business PerspectiveThe Business Perspective
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Why the Business is Driving DevOps
• Every business has become a tech business
• IoT is rapidly increasing
• Consumers have developed “app”
mentalities
• Customers value outcomes, not products
• Time to value is replacing time to market
• Intelligent data must shape direction quickly
• Customer delight is more important than
customer satisfaction
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Your biggest
competitor may
be a start-up.
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The Business Value of DevOps
Combined, commercial and non-commercial
goals include:
• Profitability
• Productivity
• Market share
• Number of customers
• Quantity of products or services
• Operating efficiency
• Customer satisfaction
• Quality of products or services provided
• Achieving organization or mission goals Source: 2018 State of DevOps Report 35
“Our analysis shows that elite
performers are 1.53 times more
likely to meet or exceed their
goals for organizational
performance, and high
performers are 1.38 times more
likely to meet or exceed their
goals.”
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Start with the “Why” ‐ The Golden Circle
© 2013 Simon Sinek, Inc.
Purpose, cause, belief
Reason organization exists
Purpose, cause, belief
Reason organization exists
What sets you apartWhat sets you apart
Products and servicesProducts and services
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What is your
organization’s
“why”
?
What is your
organization’s
“why”
?
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Start With Why
with Simon Sinek (5:00)
Start With Why
with Simon Sinek (5:00)
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EXERCISE
Your Organizational Why
EXERCISE
Your Organizational Why
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“Agile was instrumental in
Development regaining the trust in the
business, but it unintentionally left IT
Operations behind. DevOps is a way
for the business to regain trust in the
entire IT organization as a whole.”
Clyde Logue
Founder of StreamStep
“Agile was instrumental in
Development regaining the trust in the
business, but it unintentionally left IT
Operations behind. DevOps is a way
for the business to regain trust in the
entire IT organization as a whole.”
Clyde Logue
Founder of StreamStep
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The IT PerspectiveThe IT Perspective
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Why IT is Driving DevOps
• Every business has become a tech business
• IoT is rapidly increasing
• Consumers have developed “app”
mentalities
• Customers value outcomes, not products
• Time to value is replacing time to market
• Intelligent data must shape direction quickly
• Customer delight is more important than
customer satisfaction
41
Do you
recognize
these drivers?
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The IT Challenge
Internal IT challenges:
– IT must go faster, faster, faster without risking quality
– Prior investments aren’t delivering end to end value
• Agile SW development is good but isn’t delivering full value
• ITSM processes are good but aren’t delivering full value
• New automation is good but isn’t delivering full value
– IT’s silo culture is constraining the value stream
DevOps must continuously deliver outcomes by bridging and improving almost every aspect of IT.
IT no longer needs to align or integrate with the business,
IT is the business
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The Wall of Confusion (1)
W
A
L
L
O
F
C
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N
F
U
S
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What about Security,
Governance, Risk
Management and
Compliance? What
do they want?
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Dev
wants
change
Dev
wants
change
Ops
wants
stability
Ops
wants
stability
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The Wall of Confusion (2)
What are the dangers? Extreme
Focus on
Stability
Extreme
Focus
on Change
What does the business want?
All of the above
Quality
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IT’s Silo Culture
Isolated IT silos can foster stereotypes and
misconceptions between Dev, Ops and other IT teams.
It can also affect the flow of work and IT’s ability to deliver innovation
continuously.
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DevDev OpsOps
QA
Security
Service Desk
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Top 5 Predictors of IT Performance
Source: 2014 State of DevOps Report – Puppet Labs, IT Revolution Press and ThoughtWorks
DevOps helps IT organizations become high-performing.
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1 2 3 4 5
Peer-
reviewed
change
approval
process
Version
control for
all
production
artifacts
Proactive
monitoring
High-trust
organization
al culture
Win-win
relationship
between
Dev & Ops
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Module One Quiz
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1 What does CALMS stand for? a) Culture, Automation, Lean, Management, Sharing
b) Collaboration, Automation, Lean, Metrics, Sharing
c) Culture, Automation, Lean, Measurement, Sharing
d) Continuous Integration, Automation, Lean, Measurement, Sharing
2 Who first coined the word 'DevOps'? a) Gene Kim
b) Patrick Debois
c) John Willis
d) Damon Edwards
3 Who became the partner with DORA for the
Accelerate State of DevOps Reports in 2018?
a) Puppet
b) Chef
c) Google
d) Amazon Web Services
4 In 2015, Gartner predicted what percentage of
Global 2000 organizations would have DevOps as a
mainstream strategy?
a) 100%
b) 50%
c) 25%
d) 10%
5 Who is responsible for The Golden Circle
(organizational why)?
a) Simon Sinek
b) Alan Alter
c) Ron van Kemenade
d) Jez Humble
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Module One Quiz Answers
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1 What does CALMS stand for? a) Culture, Automation, Lean, Management, Sharing
b) Collaboration, Automation, Lean, Metrics, Sharing
c) Culture, Automation, Lean, Measurement, Sharing
d) Continuous Integration, Automation, Lean, Measurement, Sharing
2 Who first coined the word 'DevOps'? a) Gene Kim
b) Patrick Debois
c) John Willis
d) Damon Edwards
3 Who became the partner with DORA for the
Accelerate State of DevOps Reports in 2018?
a) Puppet
b) Chef
c) Google
d) Amazon Web Services
4 In 2015, Gartner predicted what percentage of
Global 2000 organizations would have DevOps as a
mainstream strategy?
a) 100%
b) 50%
c) 25%
d) 10%
5 Who is responsible for The Golden Circle
(organizational why)?
a) Simon Sinek
b) Alan Alter
c) Ron van Kemenade
d) Jez Humble
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MODULE 2
Core DevOps Principles
MODULE 2
Core DevOps Principles
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Module 2: Core DevOps Principles
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• The Three Ways
• The Theory of Constraints
• Chaos Engineering
• Learning Organizations
Video Gene Kim Defines the Three Ways
of The Phoenix Project
Case Story Ticketmaster
Discussion Overcoming Constraints
Exercise Bringing The Three Ways to Life
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The Three WaysThe Three Ways
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The Three Ways
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The First Way The Second Way The Third Way
Flow Feedback Continuous Experimentation &
Learning
Understand and increase the flow of
work (left to right)
Create short feedback loops that
enable continuous improvement (right
to left)
Create a culture that fosters:
• Experimentation, taking risks and
learning from failure
• Understanding that repetition
and practice is the prerequisite
to mastery
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Gene Kim Defining The Three Ways of The Phoenix Project
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Gene Kim Defines The Three Ways
of The Phoenix Project (3:31)
Gene Kim Defines The Three Ways
of The Phoenix Project (3:31)
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The First Way: Flow
• Understanding the flow of work
• Increasing flow by understanding and removing constraints
• Never passing a known defect downstream
• Never allowing local optimization to cause global degradation
• Achieving a profound understanding of the entire system
A goal of The First Way is to have work flow quickly from left to right.
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Theory of Constraints
The Theory of Constraints recognizes that
• Every process has at least one constraint or bottleneck that affects its ability to consistently
meet its goal
• The process will only meet the capacity of its constraints and will be only as successful as
its weakest link
• Improving constraints is the fastest and most efficient way to improve the entire process or
system
The Theory of Constraints was introduced in the book
‘The Goal’ by Eliyahu M. Goldratt.
A methodology for identifying the most important limiting factor (i.e., constraint) that stands in the way of
achieving a goal and then systematically improving that constraint until it is no longer the limiting factor.
A methodology for identifying the most important limiting factor (i.e., constraint) that stands in the way of
achieving a goal and then systematically improving that constraint until it is no longer the limiting factor.
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Common Constraints
• Development delays
• Environment creation (test, staging,
production, etc.)
• Code deployment
• Test setup and run
• Security or QA assessments
• Overly tight architecture
• Product management
• Complex or bureaucratic processes
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DISCUSSION
Overcoming Constraints
DISCUSSION
Overcoming Constraints
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The Second Way: Feedback
• Understand and respond to the needs of all customers – both
internal and external
• Shorten and amplify all feedback loops
• Create and embed knowledge where needed
A goal of The Second Way is to shorten and amplify right to left feedback
loops so necessary corrections can be continually made.
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Examples of Feedback Loops
• Automated testing
• Peer review of production changes
• Monitoring/Event Management data
• Dashboards
• Production logs
• Process measurements
• Post-mortems
• Shared on-call rotation
• Change, Incident, Problem and
Knowledge Management data
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The Third Way: Continual Experimentation and Learning
• Allocate time for the improvement of daily work
• Create rituals that reward the team for taking risks
• Introduce faults into the system to increase resilience
• Plan time for safe experimentation and innovation (hackathons)
The Third Way encourages a culture that fosters two things:
1. Continual experimentation, taking risks and learning from failure
2. Understanding that repetition and practice is the prerequisite to mastery.
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Chaos Engineering
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• The ‘Simian Army’ concept was first adopted by
Netflix as a service that randomly terminates a
production instance
• Response to attacks helps to build competencies to
recover the production environment from inevitable
failures
“Chaos Monkey is a tool that randomly disables our production instances to make sure we can survive
this common type of failure without any customer impact. The name comes from the idea of unleashing
a wild monkey with a weapon in your data center (or cloud region) to randomly shoot down instances
and chew through cables -- all the while we continue serving our customers without interruption. By
running Chaos Monkey in the middle of a business day, in a carefully monitored environment with
engineers standing by to address any problems, we can still learn the lessons about the weaknesses of
our system, and build automatic recovery mechanisms to deal with them.
So next time an instance fails at 3 am on a Sunday, we won't even notice.” Netflix
“Chaos Monkey is a tool that randomly disables our production instances to make sure we can survive
this common type of failure without any customer impact. The name comes from the idea of unleashing
a wild monkey with a weapon in your data center (or cloud region) to randomly shoot down instances
and chew through cables -- all the while we continue serving our customers without interruption. By
running Chaos Monkey in the middle of a business day, in a carefully monitored environment with
engineers standing by to address any problems, we can still learn the lessons about the weaknesses of
our system, and build automatic recovery mechanisms to deal with them.
So next time an instance fails at 3 am on a Sunday, we won't even notice.” Netflix
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62
Justin Dean, VP
TechOps
Justin Dean, VP
TechOps
“Over the years, we have been extracting these legacy
technologies by adding APIs to modernize the interface to our
ticketing engines and platforms. We wanted to get them out
quickly. To do that, we need to touch a lot of systems. This has
driven us to DevOps. For us, it really started with DevOps. Part
of our transformation was to focus on delivering business value
faster and delivering more of it, and the driver was speed to
market of product.”
“Over the years, we have been extracting these legacy
technologies by adding APIs to modernize the interface to our
ticketing engines and platforms. We wanted to get them out
quickly. To do that, we need to touch a lot of systems. This has
driven us to DevOps. For us, it really started with DevOps. Part
of our transformation was to focus on delivering business value
faster and delivering more of it, and the driver was speed to
market of product.”
Benefits
• Removal of legacy bottlenecks and constraints
• Improvement of speed to market
• Outcome and business value focused
• Authority distributed, greater autonomy
• Friction reduced through self-service
“There is less
emphasis on the
amount of work being
done, and more on the
outcome.”
CASE STORY: Ticketmaster
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Encourage a Learning Culture
• Encourage daily learning and knowledge sharing
• Create training and skills-based education plans
• Incorporate learning into processes
• Use technology to accelerate learning
• Make work educational through experimentation,
problem solving and demonstrations
• Allow and use mistakes as sources of learning
• Make the results of learning visible
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“You’re either a
learning
organization or
you’re losing to
somebody who is.”
Andrew Shafer quoted in
‘Beyond the Phoenix Project’
“You’re either a
learning
organization or
you’re losing to
somebody who is.”
Andrew Shafer quoted in
‘Beyond the Phoenix Project’
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64
EXERCISE
Bringing The Three Ways
to Life
EXERCISE
Bringing The Three Ways
to Life
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Module Two Quiz
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1 Which of The Three Ways is concerned with
feedback loops like the results of automated tests?
a) The First Way
b) The Second Way
c) The Third Way
d) All of The Three Ways
2 How do DevOps principles frame the treatment of
failure?
a) As a learning opportunity
b) As something to be ignored
c) That it should be punished
d) That we can't protect against it
3 What is the prerequisite to mastery? a) Talent & capability
b) Training & study
c) Guidance & mentoring
d) Repetition & practice
4 We should: a) Never pass a known defect downstream
b) Seek an overview of the system
c) Allow local optimization to degrade global optimization
d) Optimize all links in a process
5 Which organization created the Chaos Monkey and
made it open source?
a) Facebook
b) Etsy
c) Google
d) Netflix
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66
Module Two Quiz Answers
66
1 Which of The Three Ways is concerned with
feedback loops like the results of automated tests?
a) The First Way
b) The Second Way
c) The Third Way
d) All of The Three Ways
2 How do DevOps principles frame the treatment of
failure?
a) As a learning opportunity
b) As something to be ignored
c) That it should be punished
d) That we can't protect against it
3 What is the prerequisite to mastery? a) Talent & capability
b) Training & study
c) Guidance & mentoring
d) Repetition & practice
4 We should: a) Never pass a known defect downstream
b) Seek an overview of the system
c) Allow local optimization to degrade global optimization
d) Optimize all links in a process
5 Which organization created the Chaos Monkey and
made it open source?
a) Facebook
b) Etsy
c) Google
d) Netflix
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67
MODULE 3
Key DevOps Practices
MODULE 3
Key DevOps Practices
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Module 3: Key DevOps Practices
68
• Continuous:
– Testing
– Integration, Delivery,
Deployment
• Site Reliability & Resilience
Engineering
• DevSecOps
• ChatOps
• Kanban
Video GitHub Professional Guides:
Continuous Integration & Delivery
Case Story Capital One
Discussion Why Too Much WIP is Bad
Exercise Rate Your CI/CD Capability
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69
Topo Pal,
Director & Platform
Engineering Fellow
Topo Pal,
Director & Platform
Engineering Fellow
“Tools are a big part of today's Agile and DevOps methodologies. A typical project
deals with Agile Project Management tools, Source Control, Continuous Integration (CI)
tool, Testing tools, Static Code Analysis and Security Scanning tools, Deployment and
Monitoring tools to name a few. Large enterprises and complex systems sometimes use
multiple CI, Testing and Scanning tools. Each of these has nice dashboards to present
key information stored in it. But what is lacking is a single, comprehensive end-to-end
view of the state of a delivery pipeline in near real time. At Capital One, we believe
that while tools, automation and collaboration are very important, a continuous
feedback loop is critical to DevOps success.”
“Tools are a big part of today's Agile and DevOps methodologies. A typical project
deals with Agile Project Management tools, Source Control, Continuous Integration (CI)
tool, Testing tools, Static Code Analysis and Security Scanning tools, Deployment and
Monitoring tools to name a few. Large enterprises and complex systems sometimes use
multiple CI, Testing and Scanning tools. Each of these has nice dashboards to present
key information stored in it. But what is lacking is a single, comprehensive end-to-end
view of the state of a delivery pipeline in near real time. At Capital One, we believe
that while tools, automation and collaboration are very important, a continuous
feedback loop is critical to DevOps success.”
Benefits
• 100s of code commits per day
• Integration from once a month to every 15 minutes
• QA from once per month to 4 times per day
• Deployment from manual to completely automated
• Production release from monthly/quarterly to once per sprint
“Driven by
data,
technology, and
data science.”
CASE STORY: Capital One
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70
Continuous:
• Testing
• Integration
• Delivery
• Deployment
Continuous:
• Testing
• Integration
• Delivery
• Deployment
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71
Continuous Testing
• Functional
– Unit tests
– API
– Integration
– System testing
• Non-functional
– Performance
– Security
– Compliance
– Capacity
Continuous testing is the process of executing automated tests as part of the deployment pipeline
to obtain immediate feedback on the business risks associated with a software release candidate.
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• Test driven development (TDD)
• Performance testing
• End-to-end use-case testing
• Security testing
• Manual testing
• Canary & Blue/Green deployments
“Shifting left” is about building quality into the software development process. When you shift left,
fewer things break in production, because any issues are detected and resolved earlier.
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Continuous Integration
• Each check-in is validated by
– An automated build
– Automated unit, integration and acceptance tests
• Is dependent on consistent coding standards
• Requires version control repositories and CI
servers to collect, build and test committed
code together
• Runs on production-like environments
• Allows for early detection and quick
remediation of errors from code changes
before moving to production
Continuous integration (CI) is a development practice that requires developers to
commit code into a shared repository (master/trunk) at least daily.
Continuous integration (CI) is a development practice that requires developers to
commit code into a shared repository (master/trunk) at least daily.
72
While mostly associated
with agile software
development, waterfall
approaches can also take
advantage of continuous
integration and test-driven
development practices.
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73
Continuous Delivery
• Takes continuous integration to the next level
• Provides fast, automated feedback on a
system’s production-readiness
• Prioritizes keeping software
releasable/deployable over working on new
features
• Relies on a deployment pipeline that enables
push-button deployments on demand
• Reduces the cost, time, and risk of delivering
incremental changes
Continuous delivery is a methodology that focuses on making sure software is
always in a releasable state throughout its lifecycle.
Continuous delivery is a methodology that focuses on making sure software is
always in a releasable state throughout its lifecycle.
73
From The State of
DevOps Report 2017
From The State of
DevOps Report 2017
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EXERCISE
Rate Your CI/CD Capability
EXERCISE
Rate Your CI/CD Capability
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Continuous Delivery & Continuous Deployment
75
From: Mirco Hering: notafactoryanymore.com,
author of ‘DevOps for the Modern Enterprise’
Continuous integration is
the practice that allows
for the principle of
continuous delivery of
value into users’ hands
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GitHub Professional Guide:
Continuous Integration & Delivery (6:00)
GitHub Professional Guide:
Continuous Integration & Delivery (6:00)
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77
Continuous Delivery Can Lead to Higher IT & Business Performance
Deployment automation
Continuous integration
Trunk-based development
Loosely-coupled architecture
CONTINUOUS TESTING
MONITORING AND OBSERVABILITY
DATABASE
SECURITY
Continuous
delivery
CLOUD INFRASTRUCTURE
SDO PERFORMANCE
Software
Delivery
Performance
AVAILABILITY
Organizational
Performance
Westrum Organizational Culture
Deploy pain
Burnout
-
-
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Site Reliability Engineering
• “What happens when a software engineer is
tasked with what used to be called operations.”
Ben Treynor, Google
• Goals are to create ultra-scalable and highly
reliable software systems
• 50% of their time doing "ops" related work
such as issues, on-call, and manual intervention
• 50% of their time on development tasks such as
new features, scaling or automation
78
Google now has over 1,500 Site Reliability EngineersGoogle now has over 1,500 Site Reliability Engineers
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79
Resilience Engineering
• Resilience engineering looks at how the organization functions
as a whole
• The best defense is a good offense
• Take an aggressive, blameless and systemic view post incident
• Consider both human and technical elements
• Systems must be stronger than their weakest link
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The intrinsic ability of a system to adjust its functioning prior to, during, or following changes and disturbances, so
that it can sustain required operations under both expected and unexpected conditions.
“Failure is the flip side of success.” Eric Hollnagel
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DevSecOps
• Introduces security as code
• Embraces the “shift left”
testing strategy
• Leverages automation for
resilience, testing, detection
and audit
• Breaks the security constraint
80
The purpose and intent of DevSecOps is to build on the mindset that "everyone is responsible for
security" with the goal of safely distributing security decisions at speed and scale to those who hold the
highest level of context without sacrificing the safety required.
The purpose and intent of DevSecOps is to build on the mindset that "everyone is responsible for
security" with the goal of safely distributing security decisions at speed and scale to those who hold the
highest level of context without sacrificing the safety required.
www.devsecops.org
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ChatOps
81
Group chat client + chat bots = conversation-driven development, delivery and support
The transparency of ChatOps shortens feedback loops, improves information sharing, enhances team
collaboration and enables cross-training. It can also be used to decrease MTTR.
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Kanban
• Visualizes and manages workflow
• Pulls work for teams when they are
ready for it
• Enables people to work collaboratively
to improve flow
• Measures team velocity
(quantity of work done in an iteration)
• Reduces idle time and waste in a process
Kanban is a method of work that pulls the flow of work through a process at a manageable pace.Kanban is a method of work that pulls the flow of work through a process at a manageable pace.
• Makes work visible
• Makes policies explicit
• Limits work in progress (WIP) to
capacity
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DISCUSSION
Why Too Much WIP is Bad
DISCUSSION
Why Too Much WIP is Bad
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84
Module 3: Quiz
1 Which of the following is not needed for Continuous
Integration?
a) Developers commit code to trunk/master at least daily
b) Push button deployment
c) Unit, integration and user acceptance tests
d) Consistent coding standards
2 Which of the following is not a non-functional test? a) Performance
b) Unit
c) Security
d) Capacity
3 How many Site Reliability Engineers does Google
have?
a) 15
b) 150
c) 1,500
d) 15,000
4 Which of these is not a ChatOps platform? a) Jira
b) Slack
c) Stride
d) Teams
5 Which of these is not true about Kanban? a) Makes work visible
b) Pushes work through
c) Applies WIP limits
d) Measures team velocity
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85
Module 3: Quiz Answers
1 Which of the following is not needed for Continuous
Integration?
a) Developers commit code to trunk/master at least daily
b) Push button deployment
c) Unit, integration and user acceptance tests
d) Consistent coding standards
2 Which of the following is not a non-functional test? a) Performance
b) Unit
c) Security
d) Capacity
3 How many Site Reliability Engineers does Google
have?
a) 15
b) 150
c) 1,500
d) 15,000
4 Which of these is not a ChatOps platform? a) Jira
b) Slack
c) Stride
d) Teams
5 Which of these is not true about Kanban? a) Makes work visible
b) Pushes work through
c) Applies WIP limits
d) Measures team velocity
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MODULE 4
Business & Technology
Frameworks
MODULE 4
Business & Technology
Frameworks
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87
• Agile
• ITSM
• Lean
• Safety Culture
• Learning Organizations
• Continuous Funding
Video Spotify Engineering Culture Part 1
Case Story Alaska Air
Discussion Agility in IT Operations
Exercise Identifying & Eradicating Waste
Module 4: Business & Technology Frameworks
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DevOps Cannot Stand Alone
Successful DevOps relies on the
adoption and integration of multiple
frameworks and methodologies.
DevOpsDevOps
AgileAgile
LeanLeanITSMITSM
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89
AgileAgile
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The Agile Manifesto
Individuals
and interactions
Processes
and tools
Working
software
Comprehensive
documentation
Customer
collaboration
Contract
negotiations
Responding
to change
Following a plan
While there is value in the items on the right,
we value the items on the left more.
OVER
The underlying concepts of agile software development were first laid out in the Agile Manifesto.
90
It is more important to BE
agile that DO Agile:
• Be customer-centric
• Be lean
• Be collaborative
• Be communicative
• Be adaptive
• Be measurable
• Be consistent
• Be results-oriented
• Be reflective
WE VALUE
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91
Scrum
Scrum is
– The most commonly applied Agile software
development practice
– Deceptively simple yet difficult to master
– Not a process or a technique for building products
Scrum increases the ability to release more frequently.
Scrum is a simple framework for effective team
collaboration on complex projects. Scrum provides a
small set of rules that create “just enough” structure for
teams to be able to focus their innovation on solving
what might otherwise be an insurmountable challenge.
Scrum.org
http://www.scrumguides.org/
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Roles
• Product Owner
• ScrumMaster
• Development Team
Artifacts
• Product Backlog
• Sprint Backlog
• Increment
Meetings
• The Sprint
• Sprint Planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective
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33
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2 - 4
weeks
Scrum in a Nutshell
92
Release Planning
Meeting
(Optional)
Sprint
Retrospective
(1.5-3 hours)
Increment
24 hours
Daily Scrum
(15 minutes)
SPRINT
Sprint
Planning
Meeting
(4-8 hours)
Sprint Review
(2-4 hours)
No changes allowed!
Scrum is
based on
timeboxed
iterations.
Product
Owner
Scrum
Master
Development
Team
Product
Backlog
Sprint
Backlog
Scrum = 3 Roles + 3 Artifacts + 5 Events
Where do IT Operations get involved?
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93
Scaled Agile Framework® (SAFe ™)
• Integrates Lean and Agile thinking into software
development
• Focuses on iterative and incremental development,
agile SW development, product development flow,
lean thinking and field experience at enterprise scale
• Can be applied to organizations with a large number
of practitioners and teams
http://www.scaledagileframework.com/
The Scaled Agile Framework (SAFe) is a proven, publicly available framework for applying
Lean-Agile principles and practices at enterprise scale.
The Scaled Agile Framework (SAFe) is a proven, publicly available framework for applying
Lean-Agile principles and practices at enterprise scale.
93
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SAFe for Lean Enterprises
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95
Spotify Engineering Culture Part 1
with Henrik Kniberg (13:12)
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Increasing Agility
DevOps increases agility by
• Breaking down silos
• Improving constraints
• Taking a unified approach to systems engineering
• Applying agile principles to both Dev and Ops
• Sharing knowledge, skills, experience and data
• Recognizing the criticality of automation
• Deploying faster with fewer errors
DevOps extends agile principles beyond the boundaries of
the software to the entire delivered service.
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97
IT Service Management
(ITSM)
(ITSM)
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“It is my firm belief that
ITSM and the DevOps
movement are not at odds.
Quite to the contrary, they’re
a perfect cultural match.”
“It is my firm belief that
ITSM and the DevOps
movement are not at odds.
Quite to the contrary, they’re
a perfect cultural match.”
Gene Kim
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• Provides guidance and structure to processes such as Change,
Configuration, Release, Incident and Problem Management
• ITSM processes underpin the entire service lifecycle from strategy, design,
transition, operations, continual improvement and value creation
• DevOps needs ITSM practices to meet the goal of deploying faster
changes without causing disruption
IT service management (ITSM) is the implementation and management of quality
IT services that meet the needs of the business.
Repeatable service management processes – adapted to an
organization’s current business needs – can lead the way to stable
continuous delivery and increased flow. 99
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IT Infrastructure Library® (ITIL®)
ITIL Core consists of five books that
provide best practice guidance for an
integrated service management process
approach
• ITIL® Service Strategy
• ITIL® Service Design
• ITIL® Service Transition
• ITIL® Service Operation
• ITIL® Continual Service Improvement
ITIL is a set of best practice publications for IT service management.ITIL is a set of best practice publications for IT service management.
ITIL process improvement supports DevOps practices.
AXELOS®, ITIL® and IT Infrastructure Library® are
registered trade marks of AXELOS Limited.
100
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ITSM Process Models Support DevOps and Continuous Delivery
• Predefined procedures
– Steps to be taken
– Chronological order and dependencies
– Responsibilities
– Timescales and thresholds
– Escalation procedures
• Define steps for handling specific types of
transaction
• Ensure a defined path or timeline is followed
• Can be automated
Based on ITIL Text - ST 4.2.4.5
Examples
 Change models
 Release models
 Test models
 Incident models
 Problem models
 Request models
Examples
 Change models
 Release models
 Test models
 Incident models
 Problem models
 Request models
AXELOS®, ITIL® and IT Infrastructure Library® are
registered trade marks of AXELOS Limited.
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DISCUSSION
Agility in IT Operations
DISCUSSION
Agility in IT Operations
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Agile
SM
Agile
SM
ITILITIL
LeanLean
KanbanKanban
ScrumScrum
Agile Service Management
– Adapts Agile practices to ITSM process design
– Implements service management in small,
integrated increments
– Ensures ITSM processes reflect Agile values from
initial design through CSI
– Encourages “minimum viable” and “just enough”
processes to increase speed and conformance
Agile Service Management does not reinvent ITSM – it modernizes the approach.
Agile Service Management (Agile SM) ensures that ITSM processes reflect Agile values and are designed with
“just enough” control and structure in order to effectively and efficiently deliver services that facilitate customer
outcomes when and how they are needed.
Source: Agile Service Management Guide
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104
LeanLean
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Lean Perspectives
Lean IT applies the key ideas behind lean
production to the development and management of
IT products and services. 105
DevOps has its roots in the lean manufacturing world, which addresses the problem of engineers designing
products that factories can't afford to build.
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Sources of Waste = DOWNTIME
106
Source Purpose Examples
Defects Deviations from requirements; errors Failures, known errors, misinformation
Overproduction Producing more or faster than required Excessive documentation or code
Waiting Delays while waiting on a previous step Delayed decisions, approvals, response
Non-use Unused knowledge or creativity Unused skill, innovation, communication
Transportation Moving products from one location to another Multiple hand-offs, emails or meetings
Inventory Carrying more materials than needed Unused software, infrastructure, excessive backlogs or emails
Motion Moving people or assets more often than required Moving code or infrastructure too much
Excessive processing Doing more than is required Over-engineering, failing to create templates and other
reusable assets
The goal of lean thinking is to create more value for customers with fewer resources and less waste.
Waste is any activity that does not add value to the process.
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107
EXERCISE
Identifying & Eradicating
Waste
EXERCISE
Identifying & Eradicating
Waste
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108
“I believe that most of the
DevOps patterns are the
emergent properties that
arise when you apply the
techniques like Lean, the
Toyota Production System,
the Theory of Constraints
and so forth to the IT value
stream.”
“I believe that most of the
DevOps patterns are the
emergent properties that
arise when you apply the
techniques like Lean, the
Toyota Production System,
the Theory of Constraints
and so forth to the IT value
stream.”
Gene Kim
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109
Veresh Sita, CIOVeresh Sita, CIO
“We have to operate like a maverick brand; we have
to operate fundamentally differently; we have to
break the paradigm of what everyone thinks and
imagines air travel is all about. So we focused on two
key things: one – running an efficient operation and two
– fostering technology innovation.”
“We have to operate like a maverick brand; we have
to operate fundamentally differently; we have to
break the paradigm of what everyone thinks and
imagines air travel is all about. So we focused on two
key things: one – running an efficient operation and two
– fostering technology innovation.”
Benefits
• Can securely expose its APIs to thousands of third party services
• Happier customers, higher revenues
• Scales easily and cost effectively
• Sites run at optimum point of performance and cost
• Better productivity, faster cross-pollination and knowledge sharing
“Alaska views itself
as a tech company
with wings.”
CASE STORY: Alaska Air
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Value Stream Mapping
• A value stream is the sequence of activities required to design, produce, and deliver a
specific product or service
• Value streams typically span multiple processes
• Value stream mapping enables cross-functional teams to
– See an entire value stream from a work and information flow perspective
– Identify areas of non-value waste that could be eliminated in an effort to improve flow and
deliver greater value
– Identify, prioritize and measure improvements
Value stream mapping is a lean tool that depicts the flow of information, materials and work across
functional silos with an emphasis on quantifying waste, including time and quality.
Value stream mapping is a lean tool that depicts the flow of information, materials and work across
functional silos with an emphasis on quantifying waste, including time and quality.
110
Value StreamValue StreamCustomer
Request
Valuable Product or
Service Delivered
ProcessProcess ProcessProcess ProcessProcess
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Sample Value Stream Maps
Source:
Jez Humble -Continuous
Delivery: Reliable Software
Releases through Build, Test,
and Deployment Automation
Source: Ranger4
111
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112
Improvement Kata
A kata is any structured way of thinking and acting that you practice until the pattern becomes a habit.A kata is any structured way of thinking and acting that you practice until the pattern becomes a habit.
The Improvement Kata is a four-step process that focuses on learning and
improving work. It considers the organization’s long-term vision or direction.
Plan > Do > Check > Act (PDCA)
14 32
Understand the
long-term vision
or direction
Grasp the
current
condition
Establish the
next target
condition
PDCA and
experiment
toward the
target condition
Obstacles Vision
Next Target
Condition (TC)
Current
Condition
PP
DD
CC
AA
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113
Safety Culture
113
“An incident is an unplanned
investment, and if you don't see
it that way as a leader, you are
not getting a return on the
investment that was already
made on your behalf.”
Attributed to John Allspaw by Sidney
Dekker in Beyond the Phoenix Project
“An incident is an unplanned
investment, and if you don't see
it that way as a leader, you are
not getting a return on the
investment that was already
made on your behalf.”
Attributed to John Allspaw by Sidney
Dekker in Beyond the Phoenix Project
• Attitude, beliefs, perceptions and
values that employees share in
relation to safety in the workplace
• Blameless postmortems
• Valuing incidents
• Avoiding Single Points of Failures
(SPOFs)
• The Andon Cord – thank you for
creating a learning opportunity
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114
Learning Organizations
114
• Have a commitment to learning
• Improvement requires learning
something new
• Not learning creates cultural debt
• Humans love mastery (and
autonomy and purpose)
• Management commitment is
essential
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115
Continuous Funding
115
• Traditional funding happens on
annual cycles
• Agile funding can be:
– Fixed cost or continuous
– Frequently reviewed
• Product/Team based funding
• Venture (or bet based) funding
• Focus on measuring return
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116
Module 4: Quiz
1 In the Agile Manifesto, we value working software
over:
a) Processes and tools
b) Comprehensive documentation
c) Contract negotiations
d) Following a plan
2 Which of these is not an ITSM process model? a) Change model
b) Release model
c) Incident model
d) Development model
3 Which of these is not a Lean tool? a) A5 thinking
b) Value Stream Mapping
c) Improvement kata
d) Kanban
4 What is the first step in the improvement kata? a) Grasp the current condition
b) Establish the next target condition
c) Plan Do Check Act (PDCA)
d) Understand the long term vision or direction
5 Who ‘wrote the book’ on Learning Organizations? a) Peter Senge
b) Jonathan Smart
c) Henrik Kniberg
d) Gene Kim
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117
1 In the Agile Manifesto, we value working software
over:
a) Processes and tools
b) Comprehensive documentation
c) Contract negotiations
d) Following a plan
2 Which of these is not an ITSM process model? a) Change model
b) Release model
c) Incident model
d) Development model
3 Which of these is not a Lean tool? a) A5 thinking
b) Value Stream Mapping
c) Improvement kata
d) Kanban
4 What is the first step in the improvement kata? a) Grasp the current condition
b) Establish the next target condition
c) Plan Do Check Act (PDCA)
d) Understand the long term vision or direction
5 Who ‘wrote the book’ on Learning Organizations? a) Peter Senge
b) Jonathan Smart
c) Henrik Kniberg
d) Gene Kim
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118
MODULE 5
Culture, Behaviors &
Operating Models
MODULE 5
Culture, Behaviors &
Operating Models
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119
Module 5: Culture, Behaviors & Operating Models
• Defining Culture
• Behavioral Models
• Organizational Models
• Target Operating Models
Video Spotify Engineering Culture Part 2
Case Story Target
Discussion Placing on the Change Curve
Exercise Rating & Improving Using the
Westrum Model
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120
Practices Alone Are Not Enough
120
“Tools and processes are a
reflection of your cultural
choices.”
Sascha Bates
“Tools and processes are a
reflection of your cultural
choices.”
Sascha Bates
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121
121
“Culture
eats
strategy for
breakfast.”
“Culture
eats
strategy for
breakfast.”
Peter Drucker
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122
What is Organizational Culture?
122
“You can’t directly change culture.
But you can change behavior, and
behavior becomes culture.”
Lloyd Taylor, VP IT Operations
LinkedIn
“You can’t directly change culture.
But you can change behavior, and
behavior becomes culture.”
Lloyd Taylor, VP IT Operations
LinkedIn
The values and behaviors that contribute to the unique
social and psychological environment of an organization.
www.businessdictionary.com
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123
Cultural debt occurs when cultural considerations are disregarded or deferred
in favor of growth and innovation.
DevOps Helps to Overcome Cultural Debt
IT’s silo culture and other organizational challenges are a direct result
of disregarding cultural considerations in favor of rapid increases in
corporate technology. The due date is today!
123
“The effective interest rate on cultural
debt is usually higher than on technical
debt.” Dharmesh Shah, Founder &CTO
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124
Characteristics of a DevOps Culture
• Shared vision, goals and incentives
• Open, honest, two-way
communication
• Collaboration
• Pride of workmanship
• Respect
• Trust
• Transparency
• Continuous improvement
– Experimentation
– Intelligent risk taking
– Learning and practicing
• Data-driven
• Safe
• Reflection
• Recognition
Organizational culture is one of the strongest predictors of both IT
performance and overall performance of the organization. 124
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125
Shifting Thoughts and Behaviors
From
• IT focus (inside-out)
• Silos
• Command and control
• Task-oriented
• Blame
• Reactive
• Content
• Resistant
• Low trust
To
• Customer focus (outside-in)
• Cross-functional teams
• Collaborative
• Outcome-oriented
• Responsibility
• Proactive
• Courageous
• Flexible
• High trust
Real culture change takes time. It must be incremental
and performed at a realistic pace.
125
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126
High Trust vs. Low Trust
High Trust
Speed
Cost
Low Trust
Speed
Cost
126
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127
127
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128
Source: Westrum, A Typology of Organizational Cultures
Pathological
(Power-oriented)
Bureaucratic
(Rule-oriented)
Generative
(Performance-oriented)
Information is hidden Information may be ignored Information is actively sought
Messengers are ‘shot’ Messengers are isolated Messengers are trained
Responsibilities are shirked Responsibility is compartmentalized Responsibilities are shared
Bridging is discouraged Bridging is allowed but discouraged Bridging is rewarded
Failure is covered up Organization is just and merciful Failure causes enquiry
Novelty is crushed Novelty creates problems Novelty is implemented
High-trust organizations encourage good information flow,
cross-functional collaboration, shared responsibilities,
learning from failures and new ideas.
128
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129
EXERCISE
Rating & Improving Using the
Westrum Model
EXERCISE
Rating & Improving Using the
Westrum Model
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130
130
“People don't resist
change. They resist
being changed.”
Peter Senge
“People don't resist
change. They resist
being changed.”
Peter Senge
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131
• You can’t change people; they can only
change themselves
• Change almost always takes longer and
costs more than expected
• Stakeholder involvement is critical
• People who participate in what and how
to change decisions are far more likely to
accept change
People
typically don’t
resist their
own ideas.
131
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132
People Adapt to Change at Different Paces
Innovators
2.5%
Early
Majority
34%
Late
Majority
34%
Conservatives
16%
Early
Adopters
13.5%
Time to Adopt New Ideas or Technology
Critical
Mass
Adoption means that a person does something
differently than before.
Source: Rogers. Diffusion of Innovations
132
The Chasm
Proportion
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133
DISCUSSION
Placing on the change curve
DISCUSSION
Placing on the change curve
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134
The Stages of Change Acceptance
134
From leanchange.org
The Kübler-
Ross Change
Curve
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135
Communication is Critical
• A DevOps culture requires timely and
effective communication
• Shared tools facilitate timely and
meaningful communication
– Chat platforms
– Task managers
– Social tools
– Alert management tools
– Knowledge sharing platforms
135
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136
Encourage Collaborative Relationships
• Collaboration
– Is voluntary (ideally)
– Involves sharing
• Responsibility for outcomes
• Resources
– Requires cooperation, respect and
trust
• Requires participation
– Providing feedback
– Identifying and solving problems
– Learning and sharing knowledge and
expertise
– Sharing and even swapping responsibilities
– Making and keeping realistic commitments
Collaboration involves people jointly working with others towards a common goal. In a collaborative
environment, each person’s contribution is valued.
Collaboration involves people jointly working with others towards a common goal. In a collaborative
environment, each person’s contribution is valued.
What’s the difference between collaboration
and communication?
136
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137
Expect Some Conflict: Thomas‐Kilmann Conflict Modes
Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others.
The Thomas-Kilmann Conflict Inventory (TKI) measures a person’s behavioral choices under certain conflict situations.
137
Source: www.diagnostics.com
Conflict Mode Approach Result
Competing Assertive and
Uncooperative
Win/Lose
Collaborating Assertive and
Cooperative
Win/Win
Compromising Partially Assertive and
Cooperative
Each Wins
and Loses
Avoiding Unassertive and
Uncooperative
Lose/Lose
Accommodating Unassertive and
Cooperative
Lose/Win
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138
Avoid Change Fatigue
• View resistance to change as normal
– Listen, empathize
• Communicate the big picture
– Explain the reason for this change
– Show how changes are connected
– Tie changes to business strategies and goals
• Ensure each change initiative has an intended outcome
• Empower people to contribute
• Celebrate (even if only small) successes
• Create visible feedback and improvement loops
Change fatigue is a general sense of apathy or passive resignation towards
organizational changes by individuals or teams.
Change fatigue is a general sense of apathy or passive resignation towards
organizational changes by individuals or teams.
The amount of change
fatigue that people
experience is directly
impacted by the way
change is managed.
138
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139
Empower New Behaviors
• Improve communication and
collaboration practices and
shared tools
• Create a common vocabulary
• Job shadowing
• Cross-skilling
• Immersion experiences
• Team building
• Communities of practice
• Internal DevOps Days
• Game days (hackathons)
• Simulations
• Social-media style idea sharing
and problem solving
Sharing between peers, organizations and industries is a crucial
factor in the growth and acceptance of DevOps.
139
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140
Heather Mickman,
Transformative
Technology Executive
Heather Mickman,
Transformative
Technology Executive
“We are a
technology
company.”
Benefits
• Made structural changes gaining bottom-up, then top-down support
• Converged the agile and DevOps efforts
• Used training, coaching and immersive experiences – massive Dojo!
• Built a full stack environment in minutes instead of 3-6 months
• Built empathy and understanding
Ross Clanton, Head of
Engineering
Ross Clanton, Head of
Engineering
“When we asked for permission we were told no, but
we did it anyways because we knew we needed to. We
ran tools hackathons alongside our internal
DevOpsDays events and we hosted a ton of meetups.
We’ve hosted 6 internal DevOpsDays events.”
“When we asked for permission we were told no, but
we did it anyways because we knew we needed to. We
ran tools hackathons alongside our internal
DevOpsDays events and we hosted a ton of meetups.
We’ve hosted 6 internal DevOpsDays events.”
CASE STORY: Target
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141
Module 5: Quiz
1 Who said: "Culture eats strategy for breakfast"? a) Peter Drucker
b) Gene Kim
c) Damon Edwards
d) Bill Gates
2 What can't you change? a) Behavior
b) Habits
c) Culture
d) Systems
3 What is a characteristic of a DevOps culture? a) Blame
b) Mistrust
c) Fear
d) Courage
4 Which of these happens in a pathological culture? a) Messengers are shot
b) Responsibilities are shared
c) Failure causes enquiry
d) Novelty is implemented
5 What didn't Target do? a) Run hackathons
b) Set up Dojos
c) Get permission
d) Build empathy
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142
1 Who said: "Culture eats strategy for breakfast"? a) Peter Drucker
b) Gene Kim
c) Damon Edwards
d) Bill Gates
2 What can't you change? a) Behavior
b) Habits
c) Culture
d) Systems
3 What is a characteristic of a DevOps culture? a) Blame
b) Mistrust
c) Fear
d) Courage
4 Which of these happens in a pathological culture? a) Messengers are shot
b) Responsibilities are shared
c) Failure causes enquiry
d) Novelty is implemented
5 What didn't Target do? a) Run hackathons
b) Set up Dojos
c) Get permission
d) Build empathy
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143
MODULE 6
Automation & Architecting
DevOps Toolchains
MODULE 6
Automation & Architecting
DevOps Toolchains
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144
144
Module 6: Automation & Architecting DevOps Toolchains
• CI/CD
• Infrastructure as Code
• Cloud
• Containers & Microservices
• Machine Learning
• DevOps Toolchains
Video The DevOps Toolchain with John
Okoro
Case Story Fannie Mae
Discussion Applying the DevOps Handbook’s
Definition
Exercise Architect Your DevOps Toolchain
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145
145
“DevOps is not about
automation, just as astronomy
is not about telescopes.”
Christopher Little, quoted in The DevOps
Handbook
“DevOps is not about
automation, just as astronomy
is not about telescopes.”
Christopher Little, quoted in The DevOps
Handbook
Module 6: Automation & Architecting Toolchains
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146
© DevOps Institute unless otherwise stated https://xebialabs.com/periodic-table-of-devops-tools
146
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147
Correlations Between Automation & High Performance
147
High performers have:
• 46 times more frequent code deployments
• 440 times faster lead time from commit to deploy
• 96 times faster mean time to recover from downtime
• 5 times lower change failure rate (changes are 1/5 as likely to fail)
IT performance metrics rate 2016 2017
Deployment frequency 200x more frequent 46x more frequent
Lead time for changes 2,555x faster 440x faster
Mean time to recover 24x faster 96x faster
(MTTR) Change failure 3x lower (1/3 as likely) 5x lower (1/5 as likely)
From The State of
DevOps Report 2017
From The State of
DevOps Report 2017
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148
Automation Benefits
Automation supports
• Faster lead times
• More frequent releases
• Less turbulent releases
• Fewer errors
• Higher quality
• Improved security and risk
mitigation
• Faster recovery
• Business and customer satisfaction
148
“Your tools alone will not
make you successful.”
Patrick Debois
“Your tools alone will not
make you successful.”
Patrick Debois
Automation gives rote tasks to computers and
allows people to:
• Weigh evidence
• Solve problems
• Make decisions based
on feedback
• Use their skills, experience and judgment
Automation gives rote tasks to computers and
allows people to:
• Weigh evidence
• Solve problems
• Make decisions based
on feedback
• Use their skills, experience and judgment
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149
149
The DevOps Toolchain
with John Okoro (7:43)
The DevOps Toolchain
with John Okoro (7:43)
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150
Important Terms
• Artifact
– Any element in a software development
project including documentation, test plans,
images, data files and executable modules
• Application Programming Interface (API)
– A set of protocols used to create
applications for a specific OS or as an
interface between modules or applications
• Microservices:
– A software architecture that is composed
of smaller modules that interact through
APIs and can be updated without
affecting the entire system. This is known
as loose coupling
• Operating System (OS) Virtualization
– A method for splitting a server into multiple partitions
called "containers" or "virtual environments" in order to
prevent applications from interfering with each other
• Containers
– A way of packaging software into lightweight, stand-
alone, executable packages including everything
needed to run it (code, runtime, system tools, system
libraries, settings) for development, shipment and
deployment.
• Open source
– Software that is distributed with its source code so that
end user organizations and vendors can modify it for
their own purposes
• Machine Learning
– Data analysis that uses algorithms that learn from data
150
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151
Cloud computing: The
practice of using remote
servers hosted on the
internet to host applications
rather than local servers in
a private datacenter.
Cloud, Containers and Microservices
151
is an open source system for
managing containerized applications across
multiple hosts, providing basic mechanisms for
deployment, maintenance, and scaling of
applications
is a tool designed to make it easier to create,
deploy, and run applications by using containers.
Containers allow a developer to package up an
application with all of the parts it needs, such as libraries
and other dependencies, and ship it all out as one
package
Monolithic
Containers &
Microservices
Teams that adopt essential cloud
characteristics are 23 times more
likely to be elite performers.
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152
AI & Machine Learning
152
Giving computers the ability to "learn” with data, without being explicitly programmed.
• Organizations are collecting more data than ever
• It’s hard to fully extract the value from that data
• Data science is an increasingly popular discipline
• AI and Machine Learning enables predictive analytics
• Can find trends and correlations humans can’t
• Augments human contribution
• Boosts productivity
• Automated feedback loops
Definition: Data analysis that uses algorithms to learn
from data.
Artificial Intelligence
Machine Learning
Deep
Learning
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